17-21 FAM Duties

It is widely known that in the military you are assigned a great amount of responsibility at a young age and early point in your career. This amount of responsibility is far greater than a civilian would be assigned at the same age. When put in these leadership positions you rapidly acquire skills to care for, make decisions, and earn trust. On my first deployment, our Helicopter Assault Force consisted of two 47 crews decentralized from our higher command. Our senior ranking officer and Air Mission Commander was often just a Captain. Our Flight Lead was typically a W3 or W4 and was the primary decision maker when it came to mission analysis and courses of action development. It was our Captains job to ensure the risk levels were acceptable and sell our mission to higher command. With well-trained commissioned officers and extremely knowledgeable flight leads, we were able to operate with extreme efficiency from a decentralized location from higher command. Additionally the well-defined Commanders Intent and Key Tasks enabled us to meet both the ground force Commander’s goals and our higher command’s

I have seven years’ experience in office management and administrative support for the Maneuver Captains Career Course (MCCC) on Fort Benning, GA. As the Lead Administrative Assistant

unit’s assigned mission while caring for personnel and property in their charge. A simple and direct chain of command

While the burden is a heavy one, it can be greatly lightened by the support of an effective team. The principals of mission command provide a framework

I currently serve as the Squad Leader of a nine-man Airborne Ranger Rifle Squad. I prepare my squad to deploy to a tactical environment worldwide within 18 hours. I am responsible for the individuals in my squad and their collective training. I am responsible for the accountability and maintenance of all assigned equipment valued in excess of $250,000, while ensuring the professional development of my subordinates. I am responsible for the health and welfare of all members of my Squad as well as their family members. I have additional duties as a Senior Jump Master, Fast Rope Insertion Extraction Master, Squad Demolitions Expert, Range Safety Officer, Unit Prevention Leader, Company Reenlistment NCO, and the Platoon Marksmanship Trainer. I

They also ensure unit readiness by tracking status reports on necessary items such as weapons qualifications, APFT, NCOERs, and medical and dental statuses. They track personnel and ensure that they are mission-ready. In addition to all this, they keep the Commander informed of all the unit’s metrics, and advise the Commander on many issues. The expertise of

In the next few paragraphs, I will explain the interview I had with one of my former squadron commanders about his most challenging issue while he was commander. The number one challenge he said that faces today’s commanders is money. This is especially true with today’s Air Force Reserve. Unlike active duty, the Air Force Reserve relies on money granted them for not only schools but as well as to cut orders to bring people in to fly the everyday missions. With the amount of CBT’s, OPR’s, EPR’s, ground training as well as flying the mission of the unit, the amount of money that comes and goes makes it difficult to accomplish all of the requirements at 100%. At that point, the commander must decide priorities for the unit. He stated that this was one of the most difficult tasks that he had faced in his military

Alpha squad has grown into a cohesive group of mission-oriented personnel. There is a mutually agreed-upon division of labor where depending on ability and availability, someone is accountable for the completion of a particular task. This system has provided Alpha squad with the consistent capability of accomplishing squad goals and accountability.

Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce the core messages through regular, timely advice that is both inspirational and practical. Communications flow in from the bottom and out through the top, and is targeted to provide employees the right information at the right time and to solicit their input and feedback. This paper will discuss change management techniques that Kornfield should have used to manage the morale of his team members. We will analyze steps Kornfield used to make sure that all team members are learning about proposed changes. We will venture on to discuss the critical

First and foremost, I will incorporate idealized influence measures. The team will see I am 100% committed to solving this problem and will do so without cutting corners. Second, I will make it clear that I cannot do this alone. Following the intellectual stimulation model I will communicate to them the need to come up with new ideas, but just as important, I want them involved in decision-making process. Third, I will address the morale issue by using the inspirational motivation model. They need to hear we will succeed. By using this technique I will convey to them that despite the awesome challenge that lies before us, we will succeed and save lives. This will be a theme throughout our problem solving process in order to eliminate self doubt and instill confidence. Finally, like any team in a sport or work environment, not everyone is the same and each person may require different levels of attention. Simply put, I need to know who these people really are. It is my responsibility to provide the proper feedback, guidance and mentorship to each of them using the individual consideration trait. In this role I will be developing safety experts today, who in turn, can spread their knowledge and successful techniques to the troops of tomorrow.

When a senior staff member is being tasked to perform both administrative duties and field operations, their junior members learn not only to rely on their senior members but they also do not learn the success necessary of which is provided through the qualification process. In allowing the junior member to partake in the qualification process, they not only become a vital contributor to the overall missions that Sector NY needs to accomplish, they also become a more reliable junior member for the senior staff members. Also, if a junior member strives to achieve a senior leadership position, it also becomes evident that this type of growth experience needs to be gained by the junior members through the qualification

Working as a Command Senior Enlisted Leader, I assist and advise in enhancing policy, strategy, and outreach to the workforce, serve as a liaison to the Command Master Chief (CMC) and Chief Petty Officer (CPO) network and manage communications between the unit Commander and senior enlisted leaders throughout their AOR. (Steven Cantrell, 2015) One of my primary responsibilities is working as a human resource manager for the enlisted workforce. I have purview over 65 enlisted personnel and ensuring their needs are addressed. While I may not affect the pay or benefits of employees, I can ensure the hard working staff receives the training they wish to attend, oversee the unit’s morale committee, and I am within reach 24 hours a day to all personnel for anything they may need. With the rest of the Chief’s in the command, we maintain the Enlisted Person of the Quarter/Year program, which highlights the efforts of one staller member of the command and is another example of morale efforts.

Implementing change in any area of an organization can be challenging. Change can be good and bad. Change is not always easy to adapt too. According to Charles Darwin, "it is not the strongest of the species that survives, or the most intelligent, but the one most responsive to change". It is important that the manager has a plan of action before trying to implement any change. This paper will discuss the manager's role and responsibility in implementing change in the department. How should a manager successfully handle staff resistance to change and the paper will define each step of the change process.

In optimizing team performance in high reliability organizations (HROs), Stout et al. (1996) suggested that a shared mental model is directly related to the demands of the task that needs to be performed. To illustrate the concept of a shared mental model the authors stated that it is applicable under circumstances where communication, regarding strategizing the plan, is sparse due to workload, time crunch, or other unavoidable environmental factors (e.g. in firefighting, sudden falls in hospitals), as compared to the circumstances where team members can be expressive and freely communicate about planning and strategizing goal achievement without prior knowledge. In a conceptually similar manner team situation awareness is relevant when team members try to find the means to achieve a common understanding of their environment and share contextual knowledge that enables them to work efficiently and to ensure their own safety and that of their team members (Brandigampola, 2011). Team situation awareness (TSA) is an important factor recognized in the human factors literature as critical to efficient and safe teamwork (Cooke, Stout & Salas,

The great sense of accountability you demonstrate in performing your professional responsibilities as an administrator is reflected in the outstanding performance of your unit. Each one of your units (Processing, RUSH recruitment, and CPR) has achieved a remarkably high level of accomplishment by meeting job standards and other performance requirements in a timely manner.